Narrative Strategy and Storytelling for Organisations
Helping organisations solve communication, engagement and change challenges through story
What do we do with stories once we have them? We turn them into qualitative data, which feels tricky. How do you add up stories? Quantitative is the first preference for a reason. Numbers feel trustworthy because the method is visible to everyone. Two plus two is four; anyone can check the work. Stories have no single formula, so they feel loose and impressionistic. It is easy to dismiss them as unquantifiable anecdotes.
At the end of a narrative co-design workshop I ran at the Educate Plus Building Futures conference this year, my last slide was a Miro board filled with Post-it notes with words. Every one of them had come from the delegates themselves, gathered across the whole conference through a storytelling challenge app. I explained that the storytelling challenge they had been working on throughout the conference was the source of these words.
Robert Burns' line, "the best laid plans of mice and men often go awry," encapsulates storytelling's core elements: reversal and reveal. Aristotle’s concepts of peripeteia and anagnorisis aid in processing life’s challenges. Storytelling offers emotional regulation and insight, proving essential for both personal and workplace encounters with adversity.
You are the narrator; this is your strategy. I work with clients to help them discover their narrative for business or personal purposes. This means they must become the narrator. It starts with a conversation that explores your story, and I start asking questions
The end of the financial year is the season of "use it or lose it" training budgets, last-minute workshop bookings, and crafting experiences quickly. I love the fun of seeing the types of requests that land in my inbox. This year, there was a definite theme. It was creativity.
I was working on a digital transformation project for a large bank. My job was to create the roadshow content and the deck that would go out to employees explaining the change process. I was talking to one of the lead engineers to help me understand the ‘why’. Why this change? What would we gain? What would we lose if the change wasn’t implemented? He didn’t have an answer. He responded, “The CEO just decided. That’s why.”
Conferences are not selling satisfaction. They are building something harder to measure and more valuable: belonging, connection, intellectual momentum. Post-event surveys were designed for product testing and customer service. Their job is to measure satisfaction: did the event meet expectations, what would you score it, would you recommend it to a friend? An experience that makes someone fly interstate for three days, sit in a room with 300 people they mostly don't know, and leave feeling like their work matters.
From the venues, to the speaker curation, to the way sessions are sequenced and the moments designed into the breaks, these aren't logistics decisions. They're narrative decisions. They shape how people experience the event, what they take away, and what they tell others afterwards.
I had to synthesise the findings that needed to reach the executive leadership team. And the authentic communication captured in the last question changed my whole presentation. The biggest key themes and learnings were now framed in their own language.
If you are a member of the comms team in government or organisations, you have heard this many times. The decisions have been made, the policy set, the announcement is coming, and the strategic comms plan has been written. The first round of content has been deployed, and this is the first follow-up with the project team. And this is the feedback.
Narrative Strategy and Storytelling for Organisations 